Emotions traditionally have been viewed as irrational,
erratic, or dysfunctional phenomena that foster inertia
in the workplace. Their expression is particularly
troublesome when strategic change is needed. The results
of a three-year field study of a large information
technology firm, however, revealed that emotions
triggered by implementation of a strategic plan could
instead be useful, credible, and effective, helping the
process of strategic adaptation.
Implementing strategy is challenging for many
organizations , yet it remains under-researched.
Although much of the strategy literature assumes
learning from failures, this way of learning can be
costly and takes time. Learning from emotional responses
early in the implementation process, which reveal the
presence of unexpected emotional triggers, can allow
timely adjustments. In other words, emotions can serve
as advance feedback signals in strategy implementation.
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